1. The document outlines the Vice-Chancellor's views on creating a distinctive university focused on business and the regional economy. 2. It discusses the evolution of the university's mission from "Providing Opportunities" to "Providing Opportunities, Driving Enterprise, Delivering Excellence". 3. Several strategies are highlighted that have helped the university distinctively focus on business engagement, workforce development, knowledge transfer and enterprise, including strategic planning, communication, governance and branding.

2. Creating and Fostering
a Distinctive Institution
Prof Graham Henderson CBE
Vice-Chancellor and Chief Executive
13 February 2012

3. Some (quirky) views I share… indicative
of my leadership style
“Life isn’t about waiting for the storm to pass
…. it’s about learning to dance in the rain”
“Be comfortable being uncomfortable. It may get
tough but it’s a small price to pay to live the dream”

4. It starts with your mission
“Doing what is says on the tin”
…. evolution of our Mission
“The Opportunity University” (1992)
Providing Opportunities, Pursuing Excellence (2005)
(Providing Opportunities, Promoting Enterprise,
Pursuing Excellence ?)

5. Teesside…. Our Mission (2012)….
Providing Opportunities,
Driving Enterprise, Delivering Excellence
Working in partnership to enable individuals &
organisations to achieve their potential through high quality
learning, research & knowledge transfer
….. to achieve regional, national & international recognition
as the UK’s leading University for working with business…..

6. Our Strategic Aim
To become a leading business-facing university
... through adoption of a ‘business solutions approach;
… by behaving more like a business
Not just a project… more a way of life!
… and we’ve set out our values and guiding principles too!

7. Some Exs. of what we’ve achieved
• THE Employer Engagement Initiative of year (2009);
• Shortlisted THE Entrepreneurial Uni of the Year (2010)
• Bus. Incubation Champion of Year (2010 )
(Incubated 96 Cos. last year; 138 digital Cos. in 3 yrs)
• 2nd most ‘co-funded’ in sector (15% of all UK nos. in 2010)
• 4 of 6 outstanding KTPs in our region in 2011
• ‘Putting the Customer First’ accreditation
(for ALL of our Business Engagement activities)
• IIP Gold for whole University (only 2nd in UK)

8. What did pursuit of our
distinctiveness require?

9. Foregrounding:
• Needed to be clear we wanted to do it… nothing’s
compulsory
• Inclusive/consultative but also ‘selling the message’
• Consistent reinforcement in vision, mission, values, etc
of the organisation
• Visible Ownership from the top – ‘human’ and caring –
‘in touch, involved and interested’ … but not obtrusive
• Communication/Sharing agendas – “if info is power….”

10. Focussed Strategic Planning
• 3 year: Institutional plan (incl 3 primary Strategies)
plus 20+ supporting strategies
• Annual: Review of previous year
• High level vision set by VC
• Extensive & widespread consultation of priorities/issues
• Refinement of vision
• School plans set to deliver vision
• Dept plans set to facilitate school plans
• ‘Star chamber’ discussions…. Resources allocated

11. Promoting/embedding Ownership
• ‘Devolved autonomy’ within a structured framework
• Structures that support, & demonstrate the
importance of, the activity:
e.g. Strategy, Committee/Management
infrastructure, promoted posts, rewards, etc
• Mixture of devolved, central & cross-institutional
• Convince external partners/Change perceptions
…. Not a cheap alternative; credible; will deliver.

12. Communications
• Recruitment
– Promotional materials/ adverts; - Interviewing process
• New staff induction
• Involvement in Leadership programme delivery
• Open staff meetings
• Regular staff briefings (cascading)
• Sharing Executive Agendas
• Annual Planning day

13. Our core philosophy
• Putting employers, the regional economy and the
community at the heart of activity through ‘an
integrated business approach’ embracing:
– Workforce development
– Knowledge Transfer; and
– Enterprise
… all aligned & delivered as one business service

14. Connection with our markets
• Visibility and Stakeholder Engagement
• Focus on local/regional economic priorities
• Client focussed solutions - Responsive and flexible
• Being clear about ‘the offer’
• Recognising the CPD, consultancy, ‘K’ exchange continuum
• Behaving like a business & demonstrating ‘bottom line’ value
• Long term partnerships (not short term engagements)
• Working through intermediary bodies

15. Branding
A brand representation to
reflect our changing image

17. Ensuring our ability to deliver effectively
• Mgmt & workloading structures that reflect our priorities
• Strong properly resourced staff & leadership development
• Strong central lead with ‘hub and spoke’ model
(using a ‘business partnering’ approach)
• Strong business planning for business facing units
• Research structures that support the agenda
• Robust & consistent pricing, costing & rewards structures
• Robust but light touch and responsive QA processes
• Measurable PIs/KPIs

18. Empathetic Governance - Carrying the Board
• Governance that fits your context – Board members that
both empathise with the vision and have skills that fit (rather
than sector or geographical spread)
• Openness & honesty in communication - build trust –
celebrate success and be honest about failures
• Utilise their skills but reinforce the ‘non-executive’ nature of
governance
• Say what you are going to do and deliver against ‘private
sector-like’ PIs

19. Enough for now…..
Hope that was of some interest
We’re on a journey and we’re doing ok
… it’s not a panacea, but it works for us
Thanks for listening!